[MUSIC] Welcome.

As we begin this module, we're going to revisit key performance

indicators for specific roles on a team. KPIs become an important part of the
diagnostic tool set that we use through coaching algebra, and are essential items
for a coaching agenda. In this video, you'll learn how to set key performance
indicators for positions within an organization to effectively track performance.
In this video, we're going to revisit key performance indicators, and how to best
determine what the key performance indicators should be for specific roles on a
team. And we're also going to discuss how to set KPI, key performance indicators,
and how that helps us with our coaching practice. I know I have talked about key
performance indicators a lot. Can you tell I think they are really important?
[LAUGH] You can not coach people if you can not measure their performance. It just
gets to be really hard. It just gets to be really subjective, and it can not be as
effective as we would want it to be. I know that there are some of you who do not
work in environments where KPI are designed or created on your behalf. I also know
that there are some organizations that tracking and capturing data in reporting on
performance is more complicated than another’s. So I'm very sensitive to that. I do
understand that. But I don’t think every position can have a few key performance
indicator's that you look at, some are just easier to design than others, okay? So
the first thing when we're thinking about KPI is we have to look at what does
somebody do, what does a position do every day, and what does that position, how
does that position contribute to the success of the organization? And what are
those key elements, those key performance indicators that we use to determine the
viability and the health of the position. And then those become things that we
track. So it could be as simple as how many calls are completed, how many audits
are completed, how many errors are made in their work. And then it might get more
complex. How well are they contributing through their thought leadership on
projects? And then we can benchmark the projects that they work on. Every position,
I think, is designed to solve a particular problem. Are they solving that problem
and how do we know they are? Is it through customer response, internal client
response? Sometimes you have to get pretty creative, but designing this is
essential. But then what we want to do is make sure that we've calibrated what we
identify as key performance indicators with the people in the role so that it makes
sense to them, and they understand that regardless of who's in the role these are
the key performance indicators we're going to be looking at okay. And there has to
be as possible transparent method to evaluating these key performance indicators.
So that not only do you have access to how well an employee is doing measured
against these KPIs, but, the employee knows how well they're doing measured against
these KPIs. Okay? So, when we meet to do coaching, these KPIs become part of that
diagnostic tool that we use through coaching algebra. These become evaluative
measures that we can rub our results up against to see, what kind of performance
are we getting? If the key performance indicator is this many phone calls, or this
many projects completed, and the employee has delivered this many, how well does
that compare? How well is the the position thriving and ultimately the person
within it? I hope you can see that when you have this clearly outlined, it really,
really helps me in knowing how best to help my employee. Right? I can determine
their success. I can determine their challenges. I can diagnose better when I have
something to measure their performance up against. Outside of just individual
goals, which we're going to talk about in a moment. As we get into our discussion
that relates to an agenda, key performance indicators are an essential piece of the
agenda, there an essential part of what we look at on a regular basis Most KPIs can
be determined in a 30 day cycle. Not at all, but most. And so, we want to know that
I can measure someone's KPI at least every 30 days. One of the things that I hear
very consistently from people is we get to the end of the year and we start doing
performance reviews and we've got nothing, we've got no performance data, nothing
to help us as managers really, really do our performance review. Now there's a lot
of philosophies on whether or not the way that we currently do performance reviews
once a year if that's even effective. But for now it's how most organizations do
performance reviews. When you've identified key performance indicators and you set
up a practice of evaluating those at least once a month, think about how easy that
makes your life. You get to the end of the year, 12 months. You've got 12 months of
performance data. How much easier would a performance review be [LAUGH] if you had
that, right?

So in summary, we want to remember that key performance indicators are really

essential anchors for our consistency of practice. If all the roles in our
organization have clearly identified KPI, and then we put those on our agenda, our
coaching agenda, we're looking at them all the time, there's no surprises, and
secondly it's the coaching agenda, right? So these key anchors, consistency of
practice and our coaching agenda. I want to really encourage you to be consistent
with those key elements that you talk about with your employees every time you
meet. KPI being one of them, but also using that overall agenda. We have to make
sure that we have consistency of practice for everybody that we work with as it
relates to our coaching.